Evaluation of the Strong Cities, Strong Communities (SC2) Teams Pilot: Final Report. A5.3.2 Work Approach—Communication and Meetings


The city and SC2 team each had a primary point of contact, which helped to streamline communication channels. City points of contacts would channel information back and forth between the mayor and the SC2 team lead, and the SC2 team lead would do the same with all team members. These key city staff and the SC2 team lead remained in frequent contact. The SC2 team lead initially had weekly meetings with the mayor (later moving to monthly meetings) and also met more frequently with key city staff. The city drew upon the SC2 team lead as a resource for day-to-day questions and problem-solving and relied on the SC2 team lead to take initiative to direct the activities of the other team members.

The SC2 team lead and full-time team member both had desks in city hall and were always available to city staff. The SC2 team lead worked more closely with the two main points of contacts at city hall and the full range of city and non-city partners. The full-time team member focused on transportation issues and thus spent the most time interacting with staff from the city’s engineering division and planning and development department, the Memphis Urban Area Metropolitan Planning Organization, and the Memphis Area Transit Authority.

Within the SC2 team, communication operated as a “hub-and-spoke” system where the SC2 team lead maintained frequent communication with individual members for specific initiatives and the whole team came together for weekly conference calls to discuss their progress against the work plan. Team members described having good access to the SC2 team lead.

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